• Discuss the underlying assumptions for the study of Management and Marketing in the context of sport
• Select and apply models, concepts and theories towards a given practical problem
• Present argumentation for the relevance of the selected models, concepts and theories
• Synthesise and deduce new models that can be used towards practical problems of Management and Marketing in the context of sport

The aim of this course is to provide an understanding of management and marketing issues in the context of sport. Sport has turned from being a movement driven by amateur ideals to a highly commercialised industry. As an example, the aggregate revenues in the European football market exceeded € 28 billion in 2018.

The transformation is mainly due to globalised broadcasting through first flow TV but also numerous streaming services resulting in commercialisation. Therefore the management of sport organisations today resembles traditional business management to a high extent. However, there are many differences in the principles of management and marketing as well, which will be discussed during the course.

The knowledge in this course can be used by students that find a future interest in the context of sport. That could be e.g.  in a marketing role of traditional industries doing marketing through sports, or as marketers in sport organisations, or in managerial roles in sport and event organisations. Please note that the course will be weighted towards team sports, and examples from the football (soccer) industry will be used more frequently. This is due to the fact that football is the most studied sport in the academic literature on sport management.

Main topics to be covered in the course include:

• The globalisation and commercialisation of sport
• Sport Governance
• Stakeholder management
• Sponsorships - marketing through sport
• Event management and marketing of sport
• Fan motives and behaviour

Books:

Bradbury, T., & O’Boyle, I. (eds) (2017). Understanding Sport Management – International perspectives. London: Routledge

Hoye, R., & Parent, M.M. (eds) (2017). The SAGE Handbook of Sport Management. Sage Publications

Selected journal articles posted on CBS Learn, e.g.:

Junghagen, S., & Aurvandil, M. (2020) Structural Susceptibility to Corruption in FIFA: a Social Network Analysis. International Journal of Sport Policy and Politics. 12(4), 655-677.

33Junghagen, S. (2018). Football clubs as mediators in sponsor-stakeholder relations. Sport, Business and Management: An International Journal. Vol 8 Iss 4, pp. 335–353.

Junghagen, S. (2018).  Tensions in Stakeholder Relations for a Swedish Football Club – a Case Study. Soccer & Society. Vol. 19 Iss. 4, pp. 612–629.

Junghagen, S, & Leal Lillo, G. (2017). Stadium Relocation in Professional Football – Brand Identity, Club Authenticity and Fan Acceptance. MPP Working Paper Series, 2017–1. Copenhagen Business School, Denmark.

Junghagen, S., Besjakov, S.D.,  & Lund, A.A. (2016). Designing Experiences to Increase Stadium Capacity Utilisation in Football. Scandinavian Sport Studies Forum. Vol. 7 2016, 89-117.

Funk, D. C., & James, J. (2001). The Psychological Continuum Model: A Conceptual Framework for Understanding an Individual's Psychological Connection to Sport. Sport Management Review (Sport Management Association Of Australia & New Zealand), 4(2), 119-150.

Jensen, J. A., Turner, B. A., James, J., McEvoy, C., Delia, E., Greenwell, T. C., & ... Walsh, P. (2016). Forty Years of BIRGing: New Perspectives on Cialdini's Seminal Studies. Journal Of Sport Management, 30(2), 149-161.

Masayuki, Y., & Heere, B. (2015). Sport Marketing in Asia: Exploring Trends and Issues in the 21 st Century. Sport Marketing Quarterly, 24(4), 207-213.

Taylor, T., & McGraw, P. (2006). Exploring Human Resource Management Practices in Nonprofit Sport Organisations. Sport Management Review (Sport Management Association Of Australia & New Zealand), 9(3), 229-251.

Marques Miragaia, D. A., Ferreira, J., & Carreira, A. (2014). Do Stakeholders Matter in Strategic Decision Making of a Sports Organisation?. RAE: Revista De Administração De Empresas, 54(6)

Gallagher, D., Gilmore, A., & Stolz, A. (2012). The strategic marketing of small sports clubs: from fundraising to social entrepreneurship. Journal Of Strategic Marketing, 20(3), 231-247.

Mehus, I. (2010). The diffused audience of football. Continuum: Journal Of Media & Cultural Studies, 24(6), 897-903.

van Uden J. Transforming a football club into a 'total experience' entertainment company: implications for management. Managing Leisure [serial online]. July 2005;10(3):184-198.

Parent, M. M. (2016). Stakeholder perceptions on the democratic governance of major sports events. Sport Management Review, 19(4), 402-416. 

Shilbury, D., & Ferkins, L. (2015). Exploring the Utility of Collaborative Governance in a National Sport Organization. Journal Of Sport Management, 29(4), 380-397.

Farrelly, F., & Greyser, S. (2012). Sponsorship linked internal marketing. Journal of Sport Management, pp. 506-520.

Joon Sung, L., & Joon-Ho, K. (2015). Effects of Sport Event Satisfaction on Team Identification and Revisit Intent. Sport Marketing Quarterly, 24(4), 225-234.

Biscaia, R., Correia, A., Rosado, A., Maroco, J., & Ross, S. (2012). The effects of emotions on football spectators’ satisfaction and behavioural intentions. European Sport Management Quarterly. 3(12), 227–242.

Quick, S., 2000. Contemporary Sport Consumers: Some Implications of Linking Fan Typology With Key Spectator Variables. Sport Marketing Quarterly, 9(3), pp. 149-156.

Michie, J., & Oughton, C. (2005). The Corporate Governance of Professional Football Clubs in England. Corporate Governance: An International Review, 13(4), 517-531.

Dongfeng, L. (2016). Social impact of major sports events perceived by host community. International Journal Of Sports Marketing & Sponsorship, 17(1), 78-91.

Soebbing, B. P., Wicker, P., & Weimar, D. (2015). The Impact of Leadership Changes on Expectations of Organizational Performance. Journal Of Sport Management, 29(5), 485-497.